• Proceedings of the KAIS Fall Conference
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• 2011.12a
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• pp.223-226
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• 2011

본 논문에서는 인적자원관리 활동이 성과에 미치는 연구를 수행함에 있어, 인적자원관리 개별관행이 어떻게 경영성과에 기여하는 지를 밝혀내는 두 가지 접근방법을 비교하고자 한다. 즉, 각 개별관행별로 각각 경영성과에 미치는 영향을 보는 방법과 이를 총합적으로 보는 방법 두 가지가 과연 차이가 있는지를 비교할 수 있는 모형을 제시하고자 한다.

• The Journal of the Convergence on Culture Technology
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• v.8 no.2
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• pp.23-28
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• 2022

This paper analyzed the influence of employment, human resource development, and labor practices on the corporate performance. Data were collected from the Korea Labor Institute's workplace panel survey(WPS) from 2017, and the analysis used 2,868 companies. This study employed operating profit as a corporate performance. Employment included open recruitment of new employees, evaluation of NCS job competency, and implementation of core human resources acquisition program. Human resource development consisted of incumbent training, job competency improvement evaluation, management program for low performer, emoloyee's career plan, and HRD using job analysis. Labor practices included guarantees for parental leave, guarantees for maternity leave, and support for childcare facilities. The analysis method used binominal logistic regression analysis for two groups of operating profit surplus and deficit companies. As a result of the analysis, it was possible to confirm the influence of employment, human resource development, and labor practices on performance. And the implications of employment, human resource development, and labor practices to improve corporate performance were discussed.

• Korean small business review
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• v.42 no.3
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• pp.27-42
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• 2020

The purposes of this study are to summarize the past studies on human resource management (HRM) published in Asia Pacific Journal of Small Business and to propose the future research directions. This study selected 33 HRM papers (3.1 % of all published papers) and classified them depending three yardsticks. First, this study investigated the frequency and the trend of each year and, as a result, it demonstrated the variations in published papers depending on the publication year. Next, on the basis of the research theme, this study divided 33 papers into two parts; a general HRM vs. a specific HRM practice. The result showed that most studies focused on the specific HRM practice. Lastly, with regard to methodology, this study classified them into a conceptual paper, a case-study, and empirical research, and the result showed that most studies are empirical-based papers. Based on the trends, this study proposed three issues in terms of the number of research, research theme, and methodology, and suggested future research directions for HRM in small-medium enterprises.

• Journal of Korea Society of Industrial Information Systems
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• v.19 no.3
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• pp.103-114
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• 2014

The purpose of this study is to find out the relationship between high involvement Human Resource Management and organizational effectiveness in small company. High involvement Human Resource Management practices include training, incentive, performance appraisal, participation, proposal, communication, job description. This research approached organizational effectiveness using internal process and goal. Internal process approach measured internal organizational health using aggregate organizational commitment, turnover intention, job search. Goal approach measured organizational growth using sales growth rate per employee and net income growth rate per employee. Using the collected data from 267 employees at 27 small-sized firms located in South region in Korea, this research tested and confirmed the construct validity regression analysis at the organizational level. This research came to the conclusions to as follows: First, high-involvement HRM had the positive effect on the organizational commitment. Second, high-involvement HRM had the negative effect on the turnover intention. The findings suggest that high-involvement HRM is a valuable construct to understand internal process approach of organizational effectiveness in small firms.

• Industry Promotion Research
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• v.1 no.1
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• pp.159-166
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• 2016

The purpose of this study is to present and identify the relationship for the effects of performance-based human resource practices on the organizational effectiveness with focusing on small and medium-sized enterprises around Shandong province of China. The performance-based human resource practice factors include selective employment system, education training system, evaluation system, compensation system and the career promotion ladder opportunity system. As a result, among ten hypotheses, six hypotheses turned out to be the meaningful approaches. In addition there exist some human factors that interfere with the fairness of the evaluation due to the regional and personal factors, assessment system difference among firms. Finally the compensation system and organizational investment for increasing or decreasing will critically affect the enthusiasm of the staff members of firms, and the less invested for thema, the greater the likelihood of their turnovers.

• Journal of Labour Economics
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• v.26 no.3
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• pp.49-75
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• 2003

This paper empirically examines multiskill formation as a critical mechanism of human capital accumulation within the firm. We investigate various factors that foster multiskill formation of the employees at the workplace. We also investigate whether and how multiskill formation of the employees, in tum, affect the labor productivity. Our empirical results are summarized as the following. First, skills of the employees are developed along the sequential path rather than the parallel path. They evolve from the simple-skill to the single-skill, and then to the multi-skill state. Second, multi skilling is stimulated by uncertainty factors of the environment and various human resource management practices such as mutual learning among workers, workers' participation in decision making, and job rotation. Third, the increase in the ratio of multiskilled workers in the firm has a positive impact on the growth of the firm's labor productivity. Our analyses show that the labor productivity growth increases by 0.019 with the increase in multi skilling ratio by 0.1. Fourth, uncertainty and human resource management practices had an indirect impact on labor productivity growth only through multiskilling. These results strongly indicate that multiskilling is a result of human capital accumulation fostered by various human resource management practices.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.133-145
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• 2015

This study investigates the relationships between the characteristics of the succession process and organizational performance as well as the moderating roles of strategic HRM practices in these relationships. Data was collected from 256 successors and HR managers(128 for each) in South Korean family businesses where the succession process either had been completed or was currently underway around time of data collected and analyzed. Our results indicate that the provision of successor training is positively related to organizational performance, while the clarity of the incumbent's role after succession, communication of the decision regarding succession, and the incumbent's propensity to step aside are not significantly related to organizational performance. Further, our results confirm (a) the moderating effects of strategic staffing practices between communication of the decision regarding succession and organizational performance, and (b) the moderating effects of strategic staffing practices between the incumbent's propensity to step aside and organizational performance. The theoretical and practical implications of these findings are discussed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.61-102
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• 2007

This study empirically analyzed how human resource management(HRM) practices affect the performance of venture firms using The results of the study are as follows: First of all, several HRM practices were found to affect organizational performance significantly. Specifically, ${(1)}$ recruitment and selection practices were negatively related to turnover, which seemed to mean that effective staffing including development of good recruitment pools and rigorous selection process lower turnover, and ${(2)}$ training and development, compensation, and labor-management relations were positively related to subjective performance of the firms, which implied that as the venture firms provide more opportunities of training and development to employees, provide compensation on the basis of performance, and develop cooperative labor-management relations, the subjective performance of the venture firms Increases. Secondly, negative interaction effects were found to exist between competitive strategies and HRM practices on organizational performance. Specifically, ${(1)}$ the interaction between differentiation strategy and compensation were significantly related to turnover, ${(2)}$ HRM planning and training and development interacted with differentiation strategy to significantly affect subjective organizational performance, and ${(3)}$ HRM planning, selection, training and development, compensation and communication practices interacted with technology innovation strategy to affect subjective organizational performance. So far, there have not been many studies which deal with HRM practices of venture firms in Korea. Thus, it is hoped that this study stimulate more research efforts on theory development and empirical studies on HRM practices of venture firms. Also, it is hoped that government conduct more policy studies and provide more resources in HRM area of the venture firms. Specifically, it is suggested that government take proactive steps to improve industrial skilled staff and technical researcher systems in order to alleviate the problems of workforce shortages in venture firms. And it IS also suggested that regional human resource development programs be introduced with the participation of the firms, local governments, and universities.

• Proceedings of the Korean Association for Survey Research Conference
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• 2000.06a
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• pp.117-135
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• 2000

The corporate restructuring following the economic crisis in Korea has brought about fundamental changes in the structure and practice of employment relations. However the lack of information on processes and consequences of such changes hinder the appropriate policy making on shop-floor industrial relations. Correct assessment of realities an effective policy making require information on human resource management practices and structure of employment relations at the workplace level. This paper critically examines the experiences of workplace-employee integrated surveys carried out in advanced countries including Australia, Canada, and Britain, to extract methodological implications for such survey in Korea. We focus on the backgrounds of the surveys and practical issues involved in multi-level, longitudinal survey design.

• Survey Research
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• v.1 no.2
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• pp.117-135
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• 2000

The corporate restructuring following the economic crisis in Korea has brought about fundamental changes in the structure and practice of employment relations. However the lack of information on processes and consequences of such changes hider the appropriate policy making on shopfloor industrial relations. Correct assessment of realities and effective policy making require information on human resource management practices and structure of employment relations at the workplace level. This paper critically examines the experiences of workplace-employee integrated surveys carried out in advanced countries including Australia, Canada, and Britain, to extract methodological implications for such survey in Korea. We focus on the backgrounds of the surveys and practical issues involved in multi-level, longitudinal survey design.